Quality Management in Project Settings

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Added on  2020/03/16

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This assignment delves into the concept of quality management within various project contexts. It presents case studies from diverse fields such as healthcare, construction, and IT, illustrating how quality management principles are implemented in practice. The document also examines essential quality management tools and their application across different project scenarios.

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Running head: PROJECT MANAGEMENT
Project Management
Name of the student:
Student ID:
Name of the University:
Author’s note:

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1PROJECT MANAGEMENT
Table of Contents
1. MOV or Measurable Organizational Value.................................................................................3
2. Project Scope and Scope Management Plan................................................................................4
3. Project Schedule..........................................................................................................................5
4. Project Risk Management Plan....................................................................................................7
5. Quality Management Plan...........................................................................................................8
6. Project Closure.............................................................................................................................8
Bibliography..................................................................................................................................12
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2PROJECT MANAGEMENT
1. MOV or Measurable Organizational Value
Desired Area of Impact: The desired area of impact for the project has been classified
into the factors of strategy, customer, financial, operational, and social. The development of the
project operations would confine the involvement of the project integration management and
development. The analysis of the project operations would tend to form the smart processing of
the operations. The project of RALS would be dependent on these factors of strategy, customer,
financial, operational, and social.
Ranks Area of impact
1st Customer
2nd Financial
3rd Operational,
4th Strategy
5th Social
Project Values: The values of the project include the use of the effective and improved
processes of analysis for the development of the profound factor of development. The following
factors would show their roles in project of RALS,
Better – The RALS project would form the development of the improved processing of
operations and its synthetic deployment of the operations. The involvement of the project
operations would tend to imply the improvement of operations for the organization.
Faster – The system development is implied for forming the faster and improved
processing of the analysis project integration management. The processes of the
organization would be improved for making the operations faster and more efficient.
Cheaper – The new system would integrate the data causing the overall cost and time for
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3PROJECT MANAGEMENT
the operations of the project to be cheaper and cost effective. The integration of the
project would help in developing the improved processing and analysis.
Do more – The system developed would be helpful for forming the communication
system development for RALS project and Globex organization.
Appropriate metric: The project of RALS involve the development of the appropriate
measures of the operations by,
Completing the project in the estimated schedule
Achieving more than 70% of ROI on the project investment
Accomplishing 110% of work load within the span of one month
Appropriate Timeframe: The project of RALS would involve the development of the
appropriate timeframe of six months for completing the project operations and implementing the
new system.
Summary MOV: The MOV can be helpful for completing the project in the estimated
schedule, achieving more than 70% of ROI on the project investment, and accomplishing 110%
of work load within the span of one month. The desired area of impact has been ranked as
1stCustomer, 2ndFinancial, 3rdOperational, 4thStrategy, and 5thSocial.
2. Project Scope and Scope Management Plan
Scope of the project: The project of Development of RALS Project is implied for the
development of the effective and improved system integration by the development of a ticketing
system for the RALS. The project would involve the project plan, system design, implementation
plan, system development, and testing results as the project in scope items. However, the change
management plan, transportation of the materials and outsourced items for the project.

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4PROJECT MANAGEMENT
The resources of the project of Development of RALS Project include Analyst
(Human), Documenter (Human), Project Manager (Human), Planner (Human), Budgeter
(Human), Designer (Human), IT Engineer (Human), Database Admin (Human), Developer
(Human), Programmer (Human), Tester (Human), Software (Material), Hardware
(Material), Network Components (Material), Design Tools (Material), Computer Devices
(Material), Documents (Material), and Testing Tools (Material).
3. Project Schedule
The Development of RALS Project schedule is shown in the Gantt chart below,
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5PROJECT MANAGEMENT
ID Task
Mode
WBS Task Name Duration Start Finish Predecessors
0 0 Development of RALS Project 129 days Mon 3/5/18 Thu 8/30/18
1 1 Project Initiation Phase 30 days Mon 3/5/18 Fri 4/13/18
2 1.1 Project Charter Preparation 2 days Mon 3/5/18 Tue 3/6/18
3 1.2 Project Scope determination 3 days Wed 3/7/18 Fri 3/9/18 2
4 1.3 Gathering of resources 3 days Mon 3/12/18 Wed 3/14/18 3
5 1.4 Analysis of Requirements 2 days Thu 3/15/18 Fri 3/16/18 4
6 1.5 Scheduling of activities 5 days Mon 3/19/18 Fri 3/23/18 5
7 1.6 Development of outcomes 3 days Mon 3/26/18 Wed 3/28/18 6
8 1.7 Application of CPM 2 days Thu 3/29/18 Fri 3/30/18 7
9 1.8 Application of PERT 2 days Mon 4/2/18 Tue 4/3/18 8
10 1.9 Application of cost management techniques5 days Wed 4/4/18 Tue 4/10/18 9
11 1.10 Analysis of project performance 3 days Wed 4/11/18 Fri 4/13/18 10
12 M1 Project is Initiated 0 days Fri 4/13/18 Fri 4/13/18 11
13 2 Project Planning Phase 29 days Mon 4/16/18 Thu 5/24/18
14 2.1 Cost management 4 days Mon 4/16/18 Thu 4/19/18 12
15 2.2 Costing project plan 2 days Fri 4/20/18 Mon 4/23/18 14
16 2.3 Project Plan development 3 days Tue 4/24/18 Thu 4/26/18 15
17 2.4 Time management plan 2 days Fri 4/27/18 Mon 4/30/18 16
18 2.5 Change management plan 3 days Tue 5/1/18 Thu 5/3/18 17
19 2.6 Budget estimation 2 days Fri 5/4/18 Mon 5/7/18 18
20 2.7 Cost benefit analysis 3 days Tue 5/8/18 Thu 5/10/18 19
21 2.8 Risk management plan 4 days Fri 5/11/18 Wed 5/16/18 20
22 2.9 Risk treatment plan 3 days Thu 5/17/18 Mon 5/21/18 21
23 2.10 Procurement plan 3 days Tue 5/22/18 Thu 5/24/18 22
24 M2 Planning is approved 0 days Thu 5/24/18 Thu 5/24/18 23
25 3 Project Implementation Phase 44 days Fri 5/25/18 Wed 7/25/18
26 3.1 Development activity 4 days Fri 5/25/18 Wed 5/30/18 24
27 3.2 Start-up marketing 2 days Thu 5/31/18 Fri 6/1/18 26
28 3.3 Administration 3 days Mon 6/4/18 Wed 6/6/18 27
29 3.4 Start-up testing 2 days Thu 6/7/18 Fri 6/8/18 28
30 3.5 UI and UX design 7 days Mon 6/11/18 Tue 6/19/18 29
31 3.6 Database design 5 days Wed 6/20/18 Tue 6/26/18 30
32 3.7 Functionality design 6 days Wed 6/27/18 Wed 7/4/18 31
33 3.8 Testing of system 4 days Thu 7/5/18 Tue 7/10/18 32
34 3.9 Modifications 3 days Wed 7/11/18 Fri 7/13/18 33
35 3.10 Use case testing 5 days Mon 7/16/18 Fri 7/20/18 34
36 3.11 Quality assessment 3 days Mon 7/23/18 Wed 7/25/18 35
37 M3 Project System is implemented 0 days Wed 7/25/18 Wed 7/25/18 36
38 4 Project Maintenance Phase 14 days Thu 7/26/18 Tue 8/14/18
39 4.1 Database maintenance 4 days Thu 7/26/18 Tue 7/31/18 37
40 4.2 Online application maintenance 3 days Wed 8/1/18 Fri 8/3/18 39
41 4.3 Operational Maintenance 4 days Mon 8/6/18 Thu 8/9/18 40
42 4.4 Training and learning sessions 3 days Fri 8/10/18 Tue 8/14/18 41
43 M4 Maintenance Phase is completed 0 days Tue 8/14/18 Tue 8/14/18 42
44 5 Project Closure Phase 12 days Wed 8/15/18 Thu 8/30/18
45 5.1 Stakeholder signout 3 days Wed 8/15/18 Fri 8/17/18 43
46 5.2 Post Implementation Review 4 days Mon 8/20/18 Thu 8/23/18 45
47 5.3 Activity and Contract Closure 3 days Fri 8/24/18 Tue 8/28/18 46
48 5.4 Performance appraisal 2 days Wed 8/29/18 Thu 8/30/18 47
49 M5 Project is Closed 0 days Thu 8/30/18 Thu 8/30/18 48
4/13
5/24
7/25
8/14
8/30
S T M F T S W S T M F T
Feb 25, '18 Apr 8, '18 May 20, '18 Jul 1, '18 Aug 12, '18 Sep 23, '18
Figure 1: Project Gantt chart
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6PROJECT MANAGEMENT
The WBS for the Development of RALS Project is shown below,
0 - Development of RALS
Project
1 - Project Initiation Phase
1.1 - Project Charter
Preparation
1.2 - Project Scope
determination
1.3 - Gathering of resources
1.4 - Analysis of
Requirements
1.5 - Scheduling of activities
1.6 - Development of
outcomes
1.7 - Application of CPM
1.8 - Application of PERT
1.9 - Application of cost
management techniques
1.10 - Analysis of project
performance
M1 - Project is Initiated
2 - Project Planning Phase
2.1 - Cost management
2.2 - Costing project plan
2.3 - Project Plan
development
2.4 - Time management plan
2.5 - Change management
plan
2.6 - Budget estimation
2.7 - Cost benefit analysis
2.8 - Risk management plan
2.9 - Risk treatment plan
2.10 - Procurement plan
M2 - Planning is approved
3 - Project Implementation
Phase
3.1 - Development activity
3.2 - Start-up marketing
3.3 - Administration
3.4 - Start-up testing
3.5 - UI and UX design
3.6 - Database design
3.7 - Functionality design
3.8 - Testing of system
3.9 - Modifications
3.10 - Use case testing
3.11 - Quality assessment
M3 - Project System is
implemented
4 - Project Maintenance
Phase
4.1 - Database maintenance
4.2 - Online application
maintenance
4.3 - Operational
Maintenance
4.4 - Training and learning
sessions
M4 - Maintenance Phase is
completed
5 - Project Closure Phase
5.1 - Stakeholder signout
5.2 - Post Implementation
Review
5.3 - Activity and Contract
Closure
5.4 - Performance appraisal
M5 - Project is Closed
Figure 2: WBS for the project
4. Project Risk Management Plan
Project Phase Project Risk Involved
Person
Strategy
Project Initiation
Phase
Shortage of resources Budgeter Provisional Budget should be
made
Project Planning
Phase
Absence of project
planning methodology
Planner Planning methodology such as
waterfall, agile or scrum should be
followed
Project Issues in UX design Designer Design testing and simulation

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7PROJECT MANAGEMENT
Implementation
Phase
should be run
Project Maintenance
Phase
Failure of data
integration
IT engineer Independent data platform should
be used
Project Closure
Phase
Issues in procurement
and contract
Project
Manager
Procurement and contract
development should be done
beforehand
5. Quality Management Plan
The Development of RALS Project would imply the use of the effective project
management concepts and processes. The quality management would be helpful for forming the
development of the improved system analysis for the project. The quality management plan is
developed by quality assurance, quality strategy development, quality mitigation, quality
analysis, and quality strategy deployment management.
The verification of the quality assessment is employed for the deployment of the
improvement activities and its configuration management through the quality management plan.
The concept of system development would be helpful for integration of the project operations.
The validation activities include the quality matrix development for the deployment of
the effective and improved processing. The quality management would be helpful for forming
the development of the improved system analysis for the project.
6. Project Closure
a. Annotated Bibliography
Article 1: Project Quality Management: Why, What and How
According to Levin (2014), the desired area of impact for the project has been classified
into the factors of strategy, customer, financial, operational, and social. The development of the
project operations would confine the involvement of the project integration management and
development. The analysis of the project operations would tend to form the smart processing of
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8PROJECT MANAGEMENT
the operations. The values of the project include the use of the effective and improved processes
of analysis for the development of the profound factor of development. The system development
is implied for forming the faster and improved processing of the analysis project integration
management.
Article 2: Impact of Total Quality Management Practices (TQMPs) on Construction
Project Quality Performance
As opined by Kheni and Ackon (2015), the processes of the organization would be
improved for making the operations faster and more efficient. The new system would integrate
the data causing the overall cost and time for the operations of the project to be cheaper and cost
effective. The integration of the project would help in developing the improved processing and
analysis. The quality management would be helpful for forming the development of the
improved system analysis for the project. The quality management plan is developed by quality
assurance, quality strategy development, quality mitigation, quality analysis, and quality strategy
deployment management. The verification of the quality assessment is employed for the
deployment of the improvement activities and its configuration management through the quality
management plan. The concept of system development would be helpful for integration of the
project operations. The validation activities include the quality matrix development for the
deployment of the effective and improved processing.
Article 3: Quality improvement primer part 1: Preparing for a quality improvement
project in the emergency department
The quality management would be helpful for forming the development of the improved
system analysis for the project (Chartier et al., 2017). The estimations of the task incorporate the
utilization of the compelling and enhanced procedures of examination for the advancement of the
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9PROJECT MANAGEMENT
significant factor of improvement. The framework advancement is suggested for shaping the
speedier and enhanced handling of the investigation venture coordination administration. The
procedures of the association would be enhanced for making the operations speedier and more
effective. The new framework would coordinate the information causing the general cost and
time for the operations of the task to be less expensive and savvy.
b. Project Closure Checklist
Task Name Checked
Project Charter Preparation
Project Scope determination
Gathering of resources
Analysis of Requirements
Scheduling of activities
Development of outcomes
Cost management
Costing project plan
Change management plan
Budget estimation
Cost benefit analysis
Risk management plan
Risk treatment plan
Procurement plan
Functionality design
UI and UX design
Database design

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10PROJECT MANAGEMENT
Quality assessment
Modifications
Testing of system
Online application maintenance
Operational Maintenance
Training and learning sessions
Post Implementation Review
Activity and Contract Closure
Performance appraisal
c. Project Evaluation
The evaluation of the project would be implied for the development of the effective and
improved project integration management. It would help in using the project cost estimation,
project scope, and checklist for the evaluation of the project.
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11PROJECT MANAGEMENT
Bibliography
Chartier, L. B., Cheng, A. H., Stang, A. S., & Vaillancourt, S. (2017). Quality improvement
primer part 1: Preparing for a quality improvement project in the emergency
department. Canadian Journal of Emergency Medicine, 1-8.
Corona-Suárez, G. A., AbouRizk, S. M., & Karapetrovic, S. (2014). Simulation-based fuzzy
logic approach to assessing the effect of project quality management on construction
performance. Journal of Quality and Reliability Engineering, 2014.
Handschu, R., Scibor, M., Wacker, A., Stark, D. R., Köhrmann, M., Erbguth, F., ... & Marquardt,
L. (2014). Feasibility of certified quality management in a comprehensive stroke care
network using telemedicine: STENO project. International Journal of Stroke, 9(8), 1011-
1016.
Heinrich, S., Irouschek, A., Prottengeier, J., Ackermann, A., & Schmidt, J. (2015). Adverse
airway events in parturient compared with nonparturient patients. Is there a difference?
Results from a quality management project. Journal of Obstetrics and Gynaecology
Research, 41(7), 1032-1039.
Kheni, N. A., & Ackon, F. (2015). Impact of Total Quality Management Practices (TQMPs) on
Construction Project Quality Performance in Developing Countries: Study of
Construction Businesses in Ghana. International Journal of Management Science, 2(3),
35-51.
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12PROJECT MANAGEMENT
Kwon, O., Lee, N., & Shin, B. (2014). Data quality management, data usage experience and
acquisition intention of big data analytics. International Journal of Information
Management, 34(3), 387-394.
Levin, G. (2014). Project Quality Management: Why, What and How. Project Management
Journal, 45(5).
Low, S. P., & Ong, J. (2014). Quality Management. In Project Quality Management (pp. 29-36).
Springer Singapore.
Olafsdottir, H. (2016). Announcement of the IPMA Research Awards 2015. International Journal
of Project Management, 34, A1-A2.
Papp, J. (2014). Quality Management in the Imaging Sciences-E-Book. Elsevier Health Sciences.
Phillips, J. (2013). PMP, Project Management Professional (Certification Study Guides).
McGraw-Hill Osborne Media.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Asqtoronto.org., (2017). Seven Quality Tools | ASQ Toronto Section 402. Retrieved 9
September 2017, from http://asqtoronto.org/resources/quality-tools/seven-quality-tools/
Wagner, C., Groene, O., DerSarkissian, M., Thompson, C. A., Klazinga, N. S., Arah, O. A., ... &
DUQuE Project Consortium. (2014). The use of on-site visits to assess compliance and
implementation of quality management at hospital level. International Journal for Quality
in Health Care, 26(suppl_1), 27-35.

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Wagner, C., Groene, O., Thompson, C. A., Dersarkissian, M., Klazinga, N. S., Arah, O. A., ... &
Lombarts, K. (2014). DUQuE quality management measures: associations between
quality management at hospital and pathway levels. International Journal for Quality in
Health Care, 26(suppl_1), 66-73.
Zeng, S. X., Tam, C. M., & Tam, V. W. (2015). Integrating safety, environmental and quality
risks for project management using a FMEA method. Engineering Economics, 66(1).
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